On the smartphone, keep the text to the left except when viewing the tables.
This is the heart of Oxor™; and the PC is all heart as this is a complex area.
Situation - You can IMPOSE CORRECTLY
This is the Oxor Trad Method™
The whole Oxor Method™ concept is to impose on someone so that you press the buttons they want pressed and you achieve outcomes on a willing basis. It is also used when having to bring someone to heel and that outcome may not be so willing but it will be better than using no method at all. The most frequent issue is when facts are confused with beliefs or imagination or emotion or exaggeration or a combination. We have countless examples that we use every day when asked about issues. 5 decades worth in a variety of settings. Elizabeth Hunter™ is never bored, trust me.
Prerequisite: You have not declared outright war on the other person. You should be at the start of the matter. If it is war, you may find the Oxor Method™ less effective.
Phase 1 is to put the person you want to impose upon into the correct Quadrant.
Either or both of:
* Choosing between Introvert and Extrovert and People or Things.
* Use the Multiple Choice 'quiz' from the link below (quiz is on a separate page) and is on a multiple choice basis.
Phase 2 is to try to narrow it down to the specific pattern.
This is part art and part science and can be done in any order and some can be left out. The aim is to
get the fit correct.
Either or both of:
* Read the patterns, including the outlines that are contained on each page e.g. Director.
* Use the 4 Myers Briggs Letters.
* Consider toxicity.
* Consider cleanliness.
* Use The Archdeacons™ descriptors - we use this as a shortcut very frequently.
You need to be satisfied that around 80% of the description of attributes matches the imposee.
This means that you have the Pattern.
Phase 3 is to impose by following the guide that is a pdf document.
There are two types of imposition:
* Platinum Imposition - this is when you only have worked out the Quadrant only. Not as good as
the Titanium, but 100% better than before you came to this site.
* Titanium Imposition™ - this is when you have worked out the Pattern. It enables you to more
finely tune your imposition as you already know what the imposee likes and dislikes.
It is like knowing Saturday's horse racing results on the Friday.
If you have found your way here as directed by Elizabeth Hunter™, this is the whole Oxor Trad Method™ of Titanium Imposition™.
Click on Titanium on ALL Patterns
You will most likely need assistance :-) This might tell you what but it will not tell you
how.
Phase 1 - Choice 1: Pick Imposee's Quadrant using Extrovert / Introvert; People / Things matrix.
Phase 1 - Choice 2: Pick Imposee's Quadrant using these lack of awareness criteria:
→ Blind Spot (Lack of Awareness) Choice 1 - Can be perceived as lacking listening skills, argumentative, demanding and abrupt. That's High D.→ Blind Spot (Lack of Awareness) Choice 2 - Can be famous for their lack of attention to detail and being overly impulsive without following up. That's High I.
→ Blind Spot (Lack of Awareness) Choice 3 - Are terrified of change and can be really stubborn and passive-aggressive if they feel things are happening too quickly. That's High S.
→ Blind Spot (Lack of Awareness) Choice 4 - Can be sarcastic and overly critical of others and find it difficult to delegate tasks. That's High C.
♠ ♠ ♠ ♠ ♠ ♠
Phase 1 - Choice 3: Pick Imposee's Quadrant using these lack of trust criteria:
→ The Mask (Lack of Trust) Choice 1 - Fear being taken advantage of and loss of control. That's High D.→ The Mask (Lack of Trust) Choice 2 - Fear social or peer rejection. That's High I.
→ The Mask (Lack of Trust) Choice 3 - Fear sudden changes or loss of security. That's High S.
→ The Mask (Lack of Trust) Choice 4 - Fear criticism or correction by others. That's High C.
♠ ♠ ♠ ♠ ♠ ♠
Phase 1 - Choice 4: Pick Imposee's Quadrant using our unique multiple choice quiz where you observe the imposee in different situations. You can use some or all.
You may come to the conclusion that some of these are a bit odd. But they are eerily correct!
Your imposee is in the following situations - what would they do?
* at the movies
* at the crowded lift
* at the supermarket
* at the golf course
* hanging wallpaper
* at their desk
* cooking
* reading the newspaper
* other situations are added from time to time.
* also, choose from four descriptors - eagle, peacock, dove, owl.
These are at the foot of the quiz page.
» To do the quiz Click here for SITUATION PICKER QUIZ. «
Phase 2 - Choice 1: Pick Imposee's Pattern by reading through each Pattern Description and / or going through the Attributes. Access by clicking below or from the menu at the top of every page.
PATTERN DESCRIPTIONS
These descriptions are also accessible at the menu at the top of each page on this site. We use them all the time.
Phase 2 - Choice 2: Read our unique The Archdeacons™ and The Bishops™ descriptions.
These are accessed from the Timesaver™ menu at the top of each page on this site or from the next two lines.
The Bishops™ - Click hereOr go to the Timesaver Area.
Phase 2 - Choice 3: Pick Imposee's Pattern by choosing from four pairs of Myers Briggs letters. The following table shows this method.
(or sometimes does not listen). Vocal with thoughts. Loves to go out. Always surrounded by company. Hobbies include social activities. Gregarious. Assertive. Talkative. Likes groups, parties, etc. Energised by interaction. Expressive and enthusiastic. Volunteers personal information. Distractable. Has many friends. Easy to approach. Does the person you are speaking with talk quickly, respond quickly, seem energised by conversation and interaction with the world around them and appear to “think out loud?” Letter E. |
Articulates with thoughts. Has silent, stay at home days. Independent. Interested in unconventional things. Energised by and enjoys time alone. Private, keeps to self. Quiet. Deliberate. Internally aware. Fewer friends. Prefers smaller groups. Not socially inclined. Enjoys solitude. Does the person you are speaking with pause frequently when speaking? Do they seem to be assessing something in their mind before they say it out loud? Letter I. |
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(Taste, Touch, Hearing, Sight, Smell.) Notices details. Descriptive upon inspecting something. Aware of surroundings. Lives in the present. Concrete. Realistic. Practical. Factual. Does this person explain things in a linear, step-by-step way? Are their questions composed of “what” and “how?” Do they seem realistic and focused on the practical realities of daily life? Do they tend to use precise descriptions and explain things in more specific detail than intuitives (I) do? Letter S. |
Abstract, sees the bigger picture. Inventive in thought. Idealistic. Future-focussed. Sees possibilities. Imaginative. Deep. Theoretical. In conversation, does this person focus more on “why” questions? Do they skip over details as they try to get to the main point of the conversation? Do they seem more roundabout in their storytelling? Do all of their conversations seem to focus on possibilities, theories and asking “what if” questions? Letter N. |
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Avoids and dislikes conflict. Driven by emotion. Empathetic. Passionate. Gentle. Easily hurt. Caring of others. Warm. In decisions, does this person seem to be assessing the emotional impacts on other people? Do they seem concerned with how people will be personally affected and the moral implications? “How will this person feel?” “What do they think?” “What feels right to me or you?” May move on from the ethical/value analysis to logical analysis. Letter F. |
Driven by logic; rational. Objective. Logical. Objective. Wants only the truth Impersonal. Very critical. Thick-skinned. Firm with people. When it comes to decisions, does this person seem to be checking for logic? “If this, then that,” “What are the pros and cons?” “Let’s look at the facts.” Do they seem to be weighing objective evidence before they decide? At times does it seem like they are testing your knowledge and expertise? May move on from logical analysis to checking the ethical and personal implications of a decision. Letter T. |
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Decisive in choice. Organised. Planner by nature. Decisive. Controlled. Good at finishing. Scheduled. Quick at tasks. Responsible. Likes closure. In their day-to-day lifestyle, does this person seem to always have a plan and order for their day? Do they get impatient with long, drawn-out decisions or people who procrastinate? Do they seem drawn towards finality in decisions? Letter J. |
Keeps options open. Disorganised. Spontaneous in nature. Adaptable. Relaxed. Care-free. Changes tracks midway. Procrastinates. Dislikes routine. In their daily life, does this person seem to want “space” when making decisions? Do they enjoy exploring information more than deciding about that information – generating more alternatives rather than narrowing them down? Do they switch between a variety of topics quickly before one subject has been resolved? Do they tend to decide things at the last minute? Letter P. |
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2. Developer = ENTJ 3. Results = ESTP 4. Inspirational = ENTP |
6. Appraiser = ESFJ 7. Promoter = ENFP 8. Counselor = ESFP |
10. Investigator = INFJ 11. Agent = INFP 12. Achiever = ISTP |
14. Objective Thinker = ISTJ 15. Perfectionist = INTP 16. Enhancer = INTJ |
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2. Developer [ENTJ – Chief] 3. Results [ESTP – Persuader] 4. Inspirational [ENTP – Originator] 5. Persuader [ENFJ – Mentor] 6. Appraiser [ESFJ – Supporter] 7. Promoter [ENFP – Advocate] 8. Counselor [ESFP – Entertainer] |
10. Investigator [INFJ – Confidant] 11. Agent [INFP – Dreamer] 12. Achiever [ISTP – Craftsman] 13. Practitioner [ISFJ – Defender] 14. Objective Thinker [ISTJ – Examiner] 15. Perfectionist [INTP – Engineer] 16. Enhancer [INTJ – Strategist] |
3. Results [ESTP – Persuader] 6. Appraiser [ESFJ – Supporter] 8. Counselor [ESFP – Entertainer] 9. Specialist [ISFP – Artist] 12. Achiever [ISTP – Craftsman] 13. Practitioner [ISFJ – Defender] 14. Objective Thinker [ISTJ – Examiner] |
4. Inspirational [ENTP – Originator] 5. Persuader [ENFJ – Mentor] 7. Promoter [ENFP – Advocate] 10. Investigator [INFJ – Confidant] 11. Agent [INFP – Dreamer] 15. Perfectionist [INTP – Engineer] 16. Enhancer [INTJ – Strategist] |
|
6. Appraiser [ESFJ – Supporter] 7. Promoter [ENFP – Advocate] 8. Counselor [ESFP – Entertainer] 9. Specialist [ISFP – Artist] 10. Investigator [INFJ – Confidant] 11. Agent [INFP – Dreamer] 13. Practitioner [ISFJ – Defender] |
2. Developer [ENTJ – Chief] 3. Results [ESTP – Persuader] 4. Inspirational [ENTP – Originator] 12. Achiever [ISTP – Craftsman] 14. Objective Thinker [ISTJ – Examiner] 15. Perfectionist [INTP – Engineer] 16. Enhancer [INTJ – Strategist] |
2. Developer [ENTJ – Chief] 5. Persuader [ENFJ – Mentor] 6. Appraiser [ESFJ – Supporter] 10. Investigator [INFJ – Confidant] 13. Practitioner [ISFJ – Defender] 14. Objective Thinker [ISTJ – Examiner] 16. Enhancer [INTJ – Strategist] |
4. Inspirational [ENTP – Originator] 7. Promoter [ENFP – Advocate] 8. Counselor [ESFP – Entertainer] 9. Specialist [ISFP – Artist] 11. Agent [INFP – Dreamer] 12. Achiever [ISTP – Craftsman] 15. Perfectionist [INTP – Engineer] |
Phase 2 - Choice 4: Pick Imposee's Pattern by choosing from each of the characteristic in
the first three columns. Get 2 out of 3 and you may be getting close. This technique was introduced in 2020.
It really comes into play when someone is doing something that you do not want to occur or not doing something that you
reckon they should. This is our composer Elizabeth Hunter™ at her absolute brilliant best. In conjunction with this
section (Phase 3, Choice 4), the cohort often refers to the Faultology Explorer™.
The following table shows this method, known as Toxicity on Display™.
observable burden? |
toxicity? |
observable trait if operating as a bad manager? |
observable trait if operating as a weak leader? We have used this extensively; trust us! |
Justice Warrior? |
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|---|---|---|---|---|---|---|
Their bad day ruins yours - feeling lonely, socializing or impulsive to try new things out |
Tendency to avoid risks and can ignore the personal aspects of decisions Moving against behaviour - overpower, manipulate, self aggrandizement |
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feeling kind of lonely, needing to talk/socialize, 'let go' a bit to relax, may be impulsive |
Ignores arguments based on 'incorrect facts' and ignores feelings Moving against behaviour - overpower, manipulate, self aggrandizement |
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Their bad day ruins yours - feeling lonely, socializing or impulsive to try new things out |
Tendency to take risks and can ignore the personal aspects of decisions Moving against behaviour - overpower, manipulate, self aggrandizement |
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Their bad day ruins yours - feeling kind of lonely, needing to talk/socialize, 'let go' a bit to relax, may be impulsive |
Ignores arguments based on 'incorrect facts' and ignores feelings Moving against behaviour - overpower, manipulate, self aggrandizement |
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Cold, logical and debating people for the sake of debating for fun, may be impulsive |
Decides on personal preference rather than objective data Too responsive to the needs of others Moving away behaviour - hyper emotionality, diminished communication, skepticism that erodes trust Absentee leadership behaviour - psychologically absent, enjoys privileges but avoids involvement with the team, laizzez-faire, takes out value and puts nothing in, clogs the succession plan {Absentee leadership features: Not recognizing employee achievements, Not giving clear directions, Not having time to meet / communicate with employees and team members, refusing to talk to subordinates, Not offering constructive criticism} |
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May be argumentative and impulsive to trying new things out |
Has problems accepting new ideas that break the rule in the organisation Moving away behaviour - hyper emotionality, diminished communication, skepticism that erodes trust |
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All take and no give; Cold, logical and debating people for the sake of debating for fun, may be impulsive |
or recognise own responsibilities |
Complains of insufficient resources Decides on personal preference rather than objective data Too responsive to the needs of others Moving away behaviour - hyper emotionality, diminished communication, skepticism that erodes trust Absentee leadership behaviour - psychologically absent, enjoys privileges but avoids involvement with the team, laizzez-faire, takes out value and puts nothing in, reluctance to do anything involving administration, clogs the succession plan {Absentee leadership features: Not recognizing employee achievements, Not giving clear directions, Not having time to meet / communicate with employees and team members, refusing to talk to subordinates, Not offering constructive criticism} |
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May be argumentative and impulsive to trying new things out |
Has problems accepting new ideas that break the rule in the organisation Moving away behaviour - hyper emotionality, diminished communication, skepticism that erodes trust |
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Logical, cold and thinking about the future impact in a negative way |
Has problems accepting new ideas that break the rule in the organisation Moving away behaviour - hyper emotionality, diminished communication, skepticism that erodes trust |
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Stuck in never ending logical thinking and feeling negative, cold and pessimistic |
Decides on personal preference rather than objective data Too responsive to the needs of others Moving towards behaviour - integrating, over conforming, reluctance to take chances or stand up for their team Absentee leadership behaviour - psychologically absent, enjoys privileges but avoids involvement with the team, laizzez-faire, takes out value and puts nothing in, clogs the succession plan {Absentee leadership features: Not recognizing employee achievements, Not giving clear directions, Not having time to meet / communicate with employees and team members, refusing to talk to subordinates, Not offering constructive criticism} |
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Stuck in never ending logical thinking and feeling negative, cold and pessimistic |
Decides on personal preference rather than objective data Too responsive to the needs of others Moving towards behaviour - integrating, over conforming, reluctance to take chances or stand up for their team Absentee leadership behaviour - psychologically absent, enjoys privileges but avoids involvement with the team, laizzez-faire, takes out value and puts nothing in, integrating, over conforming, reluctance to do anything, clogs the succession plan {Absentee leadership features: Not recognizing employee achievements, Not giving clear directions, Not having time to meet / communicate with employees and team members, refusing to talk to subordinates, Not offering constructive criticism} |
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Emotional, sad and thinking about the philosophy/spiritual aspect of life or future impact in a negative way |
Tendency to take risks and can ignore the personal aspects of decisions Moving towards behaviour - integrating, over conforming, reluctance to take chances or stand up for their team |
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sings the loudest |
Logical, cold and thinking about the future impact in a negative way |
Has problems accepting new ideas that break the rule in the organisation Moving towards behaviour - integrating, over conforming, reluctance to take chances or stand up for their team Absentee leadership behaviour - psychologically absent, enjoys privileges but avoids involvement with the team, laizzez-faire, takes out value and puts nothing in, clogs the succession plan {Absentee leadership features: Not recognizing employee achievements, Not giving clear directions, Not having time to meet / communicate with employees and team members, refusing to talk to subordinates, Not offering constructive criticism} |
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Emotional, sad and thinking about the philosophy/spiritual aspect of life or future impact in a negative way |
Tendency to avoid risks and can ignore the personal aspects of decisions |
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Sad, emotional and thinking of nostalgic memories of the past |
Ignores arguments based on 'incorrect facts' and ignores feelings Absentee leadership behaviour - psychologically absent, enjoys privileges but avoids involvement with the team, laizzez-faire, takes out value and puts nothing in, integrating, over conforming, reluctance to do anything practical, clogs the succession plan {Absentee leadership features: Not recognizing employee achievements, Not giving clear directions, Not having time to meet / communicate with employees and team members, refusing to talk to subordinates, Not offering constructive criticism} |
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Sad, emotional and thinking of nostalgic memories of the past |
Poor listener and responder to feedback |
Phase 2 - Choice 5: Pick Imposee's Pattern by considering the percentage of answers by
each pattern to statement agreeing with:
“Having a neat and clean home is among your top priorities.”
Consider whether they are Judging (J) or Perceiving (P).
This new, for 2020, technique assumes that you
have seen someone's home but think car, office etc.
Caution: Tidiness is relative. Some benefit from a clean and clutter-free space, it is important not to
pass judgment on those individuals who prefer a little bit of chaos to promote their creativity other than to guide you to
their pattern. Some of the most advanced and insightful minds have been less than tidy.
If Albert Einstein, a Perfectionist the second bottom, had been more focussed on cleaning his desk than
contemplating relativity, he might never have come up with his theories. A quote:
“If a cluttered desk is a sign of a cluttered mind, of what, then, is an empty desk a sign?”
The following table shows this method, known as Cleanliness on Display™ Possibility.
Top Priority? |
% who answered 'Yes'? |
Perceiving (P) |
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|---|---|---|---|---|---|
Phase 3: Impose Correctly.
Gold Imposition™ is the concept of treating others as you want to be treated.
This is the challenge to the Golden Rule outlined in Matthew 7:12 which implies that
you should treat others as you want to be treated. We consider this to be totally ineffective.
Apologies, Matt.
Sometimes you have to know how others will react when they have to be held to account.
Oxor™ changes the game from 'Do unto others what you want done to you' to 'Do unto others what they
want or need done to them'.
Platinum Imposition™ is if you know the quadrant or are not sure (Secret: Treat as High I if not sure).
Titanium Imposition™ is if you know the pattern exactly and is very useful to fine tune your approach because
you know what buttons to press and what to avoid. It is particularly useful when you are preparing to
address conflict and you know how the person will react to that. It may also be used when asking
for a salary increase etc. etc.
If you have found your way here, this is the whole Oxor Trad Method™ of Titanium Imposition™
Click on Titanium on ALL Patterns
Emergency Area - You only know whether they are D, I, S, or C.
D - If you have a conflict with a person with a D personality, do not be afraid to approach your disagreement head on. Strong-willed D style personalities can sometimes be a bit intimidating, especially to confrontation-adverse personality styles. The good news is that you do not need to be afraid of talking to someone with a D personality about a problem you are having with them. Confrontation, when handled respectively, is something that D personalities typically respond towards in a very positive fashion. D personalities would prefer to bring conflict out into the open, so you can get them out of the way quickly. They will respect you handling your differences in a direct way.
I - Conflict with I personalities is best handled with a light touch. People with I-style personalities are outgoing and energetic. They love interacting with other people and are genuinely happy to talk with anyone, anywhere. But there is one thing that I personalities cannot stand: rejection. If an I personality feels like you personally dislike them, it will only exacerbate any problems you are already experiencing. Tackle a discussion about any problems you have with an I personality only after you have approached in a positive way. Start with a compliment or an anecdote. When you talk about your issues, keep your sense of humour and do not lose your cool. They will respond better to a friendly discussion than a direct confrontation. However, sometimes they have to comply with direct instructions which is often accompanied by complaints and / or a loss explosion.
S - When you have a conflict with an S personality, try working together to find common ground. People with S personalities value harmony and are excellent peacemakers. They want everyone to be happy and strive to create an environment where everyone works together in a positive way. The danger of confronting an S personality with a problem is that they will agree to make a change in order to keep the peace between you but may be unable (or unwilling) to follow through with the request in a meaningful way. They are much more likely to act on a compromised solution—one where you both resolve to work together to make changes. When you talk to an S personality about a problem, start by focussing on things you agree on, not where you disagree. Offer a good compromise, and it will get you far.
C - If you have a conflict with a C personality, attack the problem, not the person. C personalities are organised and controlled. They take their time completing tasks accurately, like to research things thoroughly and are always prepared. Because they put so much time and effort into everything they do, they hate to be criticised. They are perfectionists at heart and take even the smallest complaint personally. This makes them extremely difficult to confront. The best way to approach it is to focus on parts of the problem largely out of the C personality’s control or aspects of the problem they might not have considered. Make it clear that you appreciate all of their efforts and that you are bringing something to their attention because it is a variable that they need to have in the equation in the future. No matter what, do not frame the conflict as a personal attack. If you do, the C personality will likely become resentful and go out of their way to avoid future interactions with you. However, sometimes they have to be held to account which may be okay if you know they are only there temporarily! If they want to avoid you, then that is their decision and not yours.
Case Study - Four Points by Sheraton.
This is an actual case. The letter was sent by surface mail and the response was by email. Oxor's techniques give you a better chance of success. Click on Four Points Case Study
What if you are dealing with a moron?
Moron - a person who is notably stupid or lacking in good judgment.
This technique emanates from when you find that the person you are dealing with becomes unreasonable. Patience is the key together with not losing your cool. Treat the issue as a fire - all you need to remove is one of ignition, oxygen or fuel.
1 - Minimise time with the moron and give up the dream that they will one day be the person you wish they would be. Keep your interactions as short as possible. Minimising your exposure to those who show any deviation from a healthy, normal or efficient condition goes a long, long way. Give up where they seem to be the parent/partner/spouse/friend etc. you have always felt they could be, yet they ultimately always end up hurting or disappointing significantly. See the Sir Robertson Sole Symptoms™ on each Pattern's page. We fall for it and get our hopes up again the next time they treat us nicely or seem to have turned a new leaf. Giving up the hope and fully accepting this person for who they really are can be an unbelievable relief after what is sometimes a lifetime of wishing. Give them the flick pass. Get rid of them if you can. They will still have their knickers in a knot and you will not. Sometimes, you just have to wear them - refer items 2 - 7.
2 - Keep it logical and in writing. This may be difficult if you are very verbal, heart-focussed person, who connects from an emotional or empathic perspective. This only works with reasonable people who care. Unreasonable people usually do not care and their response (or lack of it) will often only make you more upset. Keep communications fact-based, using minimal details and in writing if possible. Unreasonable people lose track of what they said and misinterpret what you said.
3 - Do not drink around them. It may be tempting to get into the booze when you are around people who are acting like morons, it will only make you more emotionally vulnerable and more likely to do or say something useless that will either make you look bad, make you feel bad, or make you more of a target.
4 - Focus on them in conversation. A way to avoid being the target of demeaning comments, manipulation or having your words twisted is to say as little as possible. Volunteer minimal information and get them talking about themselves if you have to be around them or have to interact with them. Make it that they are a far safer conversation subject than you are.
5 - Stay away from topics that get you into trouble. Before going into an interaction with a moron, review in your mind the topics that invite attack and be proactive about avoiding them. e.g. if your in-laws always make cracks about your choice of career, answer neutrally and change the subject immediately (see item 4) if they ask you how work is going. Again, treat the issue as a fire - all you need to remove is one of ignition, oxygen or fuel. The moron often wants to provoke and it is essential to maintain your cool. Avoidance is great idea; only be in contact when absolutely essential.
6 - Do not try to get them to see your point of view. Do not try to explain yourself or try to get morons to understand you and empathise with your perspective. They will not and you will just feel worse for trying and failing.
7 - Create a distraction. If you absolutely have to spend time with someone who typically upsets you, try to be around them in circumstances that offer some sort of distraction. Focus on playing with a pet if there is one in the vicinity, have the interaction be based around some kind of recreational activity or entertainment, or offer to help in a way that takes you out of the main ring (e.g. offering to chop vegetables in the kitchen before a family dinner). If you can get them to do something that absorbs their attention (taking it off you), even better.
8 - Recognise that a referee may well be required. The Courts are full, and no wonder. The Oxor, or any other method, may eventually fail and the only way forward is determined by a referee who has the authority to determine the way forward. This may be a parent, a boss or a Magistrate. If you have an organisation that is run by a Committee with no-one with position power, resolution will almost certainly be done by an authority - a tribunal or the Court system.
9 - Door slam. Remove the person from your world at the earliest opportunity. Only interact if absolutely necessary. If you need some advice on doorslamming find, using the Oxor Method, an Investigator or an Enhancer. Both are world class at doorslamming with the Investigator ranked number 1.
Advanced Techniques - Area A - Disc to Impose - Proprietary Methods
Some of the cohort go to A8 straight away.
A1. Pick Quadrant. Click on Disc Stage 1 Pick Quadrant
A2. Pick Pattern. Click on Disc Stage 2 Pick Pattern
A3. All 16 Outlines. Click on All 16 Outlines - Pick 1!!
A4. Communicate. Click on Disc Stage 3 Communicate
A5. Handle Customers. Click on Disc Stage 4 Customers
A6. Stages 1, 2, 3 and 4 Together. Click on Disc Stages 1, 2, 3 and 4 Together
A7. Disc Patterns Brief Summary. Click on Disc Patterns Brief Summary
A8. Disc Pithy Portrayals. Click on Disc Pithy Portrayals
A9. Blank Quadrants. Click on Disc Blank Quadrants
Advanced Techniques - Area B - Disc Advanced
B1. Disc Correlations and Resolving Conflict. Click on Disc Correlations and Resolving Conflict
B2. Disc Summary of 4 Quadrants. Click on Disc Summary of 4 Quadrants
B3. Disc Famous People. Click on Disc Famous People
B4. Does handwriting give clues? Click on Disc Handwriting
B5. One off transformations are ending. Click on Always On Transformation
B6. Don't ask your customers what they want. Click on Customers
B7. Disc Cheat Sheet. Click on Disc Cheat Sheet
B8. Disc Myers Briggs Preferences. Click on Disc MBTI Preferences
B9. Disc Myers Briggs Cross Reference. Click on Disc MBTI Cross Reference
B10. Disc Phrases that Describe. Click on Disc Phrases that describe
B11. Disc Perceptions Matrix. Click on Disc Perceptions Matrix
B12. Disc Estimated Love Language. Click on Disc Estimated Love Language [Changes on this one: 1=Director; 16=Enhancer]
B13. Disc Common Occupations. Click on Disc Common Occupations
B14. The Bratty Method. Click on The Bratty Method
B15. Patterns Compatibility Matrix (In MBTI lingo). Click on Patterns Compatibility Matrix (in MBTI lingo - Oxor does not 100% agree with the matrix!)
B16. Description of patterns by unknown author (In MBTI lingo). Click on Patterns (in MBTI lingo)
B17. Disc Contributions to Humanity. Click on Contributors to Humanity
Advanced Techniques - Area C - Disc Very Advanced - The Elizabeth Hunter™ Insights
C1001. The Elizabeth Hunter™ Insights - Director. Click on 1001 Director
C1002. The Elizabeth Hunter™ Insights - Developer. Click on 1002 Developer
C1003. The Elizabeth Hunter™ Insights - Results. Click on 1003 Results
C1004. The Elizabeth Hunter™ Insights - Inspirational. Click on 1004 Inspirational
C1005. The Elizabeth Hunter™ Insights - Persuader. Click on 1005 Persuader
C1006. The Elizabeth Hunter™ Insights - Appraiser. Click on 1006 Appraiser
C1007. The Elizabeth Hunter™ Insights - Promoter. Click on 1007 Promoter
C1008. The Elizabeth Hunter™ Insights - Counselor. Click on 1008 Counselor
C1009. The Elizabeth Hunter™ Insights - Specialist. Click on 1009 Specialist
C1010. The Elizabeth Hunter™ Insights - Investigator. Click on 1010 Investigator
C1011. The Elizabeth Hunter™ Insights - Agent. Click on 1011 Agent
C1012. The Elizabeth Hunter™ Insights - Achiever. Click on 1012 Achiever
C1013. The Elizabeth Hunter™ Insights - Practitioner. Click on 1013 Practitioner
C1014. The Elizabeth Hunter™ Insights - Objective Thinker. Click on 1014 Objective Thinker
C1015. The Elizabeth Hunter™ Insights - Perfectionist. Click on 1015 Perfectionist
C1016. The Elizabeth Hunter™ Insights - Enhancer. Click on 1016 Enhancer
Advanced Techniques - Area D - Poor customer service
D1. Treating Customers by Prof. Elizabeth Hunter™. Click on Treating Customers by Elizabeth Hunter™
D2. The cost of poor customer service by Ken Blanchard. Click on The cost of poor customer service by Ken Blanchard
Advanced Techniques - Area E - View at the invitation of Elizabeth Hunter™
E1. Why we are being slaughtered by China. Click on China's just ahead on STEM
E2. Why the old generations are correct. Click on Generation Differences
Advanced Techniques - Area F - Brand Fascination
G1. "Start applying this free guide with your group. You'll see how different communication styles
balance each other, and improve results." Supplied free by way of an email from Sally Hogshead.
Click on
Guide to Fascination